Illustrative Steps for Establishing , Strengthening and Operating a Sustainable Development Strategy

A number of steps identified during the country dialogues will assist a country in strengthening its strategic planning process and move it in the direction of a sustainable development strategy. These entail the identification, co-ordination and continuous improvement of mechanisms for balancing the economic, social and environmental concerns of multiple stakeholders. Figure 3 illustrates the types of mechanisms that usually will be needed. The way that these mechanisms are co-ordinated must be consistent with the principles in Box 2.

To achieve a continuous improvement process, the mechanisms need to work together as an action-learning system. Experience shows clearly that it is not appropriate to think of the strategy as a linear process, i.e. design, implement, and monitor a new strategy as separate phases. Such approaches in the past have been ineffective, particularly when the phases have been conducted as a one-time sequence. This has usually resulted in outcomes which, at best, have been only partially implemented.

But there are a number of entry points. Usually, it is helpful to take stock of what strategic elements already exist – in terms of both vision and mechanisms. These elements are likely to be spread amongst a variety of local and national processes as well as one-off initiatives such as the more recent NCSs, NEAPs, etc. Taking stock might involve national debate and analysis amongst a wide range of stakeholders on what the different strategic approaches have to offer and whether pre-requisites for effective strategies are in place (see section 2.2).

This would enable a strengthened system or framework to evolve, bringing together the best of what currently exists to improve synergies, remove inconsistencies, avoid conflicts, and fill gaps. The result should be a broad vision of the development objectives for the nation, and identification of the institutional and information mechanisms through which policies, plans and supporting legislation, procedures and actions could be developed, reviewed and harmonised. The system would not plan everything, but would largely aim to guide change in circumstances of uncertainty, and encourage a culture of experimentation and innovation. This ‘framework’ approach is conducive to wide ownership, as it can accommodate many thematic, regional, decentralised and local strategies, some of which may have been around for some time, as well as others which will be developed in the future.

Occasionally, however, it may be desirable to develop a new comprehensive strategy. This would be if stakeholders agree that a new identity is required, either because of problems with past approaches or to signal a fresh vision and major investment in strategy mechanisms. Care must be taken in introducing a new initiative, as it is then all too easy to ignore existing approaches, to compete with them and cause confusion. Even if a new identity is required, it should be presented and promoted as building on what has been achieved so far.

Using and strengthening national capacity is central to a sustainable development strategy. In earlier stages it is important to identify what skills/capacities will be needed for the various mechanisms, what exists already, what can be achieved using them and then identifying training options and seeking support when needed. It has been found best to use and strengthen local capacity, not substitute for it. Such capacity includes technical and human as well as organisational and financial resources – usually adequate national/local resources will be available to keep a strategy process alive if there is enough understanding about its importance. As processes which promotes continuous improvement, strategies themselves are an efficient way to build capacity.

The whole framework should operate as a knowledge system, bringing together information, analysis and monitoring and communication.

Explanation

This figure visualises suggested basic elements of a system for developing and implementing a strategy for sustainable development. The system should encourage and facilitate the building of consensus in society about a vision, goals and objectives for sustainable development (the centre circle). It should provide a coordinated set of information and institutional mechanisms to deliver these (the satellite boxes). In establishing such a system, there is a need to look for precedents, recent trends and improvements in mechanisms beyond branded and packaged approaches that might provide examples on how to make progress – adhering to the basic principles set out in Box 2

Bearing these points in mind, illustrative steps for co-ordinating and developing strategy mechanisms are offered in Box 23.